I hope you have a chance to visit it. It is on the Miracle Mile, the one connecting the outcome with a flagship. And we will locate our [indiscernible] stores. In addition, we opened 45 franchising stores. So as I said, focus on cost containment, but at the same time, not de-focusing on what we should be the platform for accelerating growth in the meantime. Another way we are working to increase our investment capacity is the one of dismissing non-strategic asset. We’ve been explicit on those intent in our past calls. We’ve been further discussing with our Board, which gives us the green light to continue some of those discussions, which are really becoming the real — as I mentioned before, and I cannot give you further detail, the non-strategic asset, which we are considering.
This means in including point, which is a really iconic location with a fantastic heritage designed by Marubeni, which is still one of the most famous and respected architect still living of 1,200,000 square feet. Other assets that we might consider selling, including our tannery, Natco and some fields that we have in the area of Greensboro. So that are ongoing process where there is an active discussion with potential buyers. What we will do is those proceeding materialize? Again, a very consistent journey. If that proceeding materialized, two main priority, retail and core geography, which means especially North America and accelerating our restructuring. This has been, again, a discussion with our Board and has been really a consensual decision that, that should be our priority going forward.
In closing, I would like to give you three messages that for me are really the key takeaways of this quarter, but I would say more of this year, which is going to the closing at least from a solar calendar perspective. So the market is still challenging. That is obvious. I think we should be celebrating our capacity of increasing resilience and managing cost because this has been achieved during a period of unsaturated capacity, and we achieved higher marginality, which is not obvious, increasing by some 10 percentage points compared to 2019. The second key message for me is that we are not deviating from our long-term strategy, which is focusing on branded retail and accelerating the restructuring environment. And the third point, which again, I don’t want to over comment, but it’s encouraging to note is that from week 29 of this year, we are reporting green numbers versus the same period 2022, which is, I believe, a question that came often in the previous conversation we had together.
So let me stop here for questions on this initial part of illustration of third quarter results. Then, with Carlo and Piero, we will provide you some more specific interesting element of our P&L and balance sheet, but let me stop here for initial Q&A.
Operator: [Operator Instructions] And we do have a question coming from Dave Kanen from Kanen Wealth Management. David, your line is now live.
Dave Kanen: Hi, good morning, guys. I appreciate you taking the questions. A follow-up on the statement that you made, your focus is on ‘accelerating the restructuring’, and then building out the North American DAS footprint, which makes perfect sense to me. So my question is in order to fund and accelerate that, what do you think the time frame is of the disposal of some of these noncore assets in particular High Point?
Antonio Achille: Thank you, David, for your encouragement words and your specific question. So I point we are very carefully looking at the market. At the moment, we have an ongoing discussion with a potential buyer and we are entering in the due diligence, which is — we are close to entering the due diligence, which is if we then agree on the terms, the terminating phase of a potential disposal. So that point is very concrete, the opportunity, again, as you know better to me, tell you have not signed a piece of paper, both parties can decide that it is not the right moment, the right terms to complete it, but we’ve been going through the full process including the approval of our Board for the dismissal because, of course, it is a strategic asset, which need to be approved by our Board.
So internally, we have done our homework, and we are in active discussion for the last part of this potential transaction with a potential buyer. I cannot disclose, of course, the details, but this is the situation. At least on the other asset, there is an active — I think on the other asset, we are a bit a step behind. They are, by the way, less meaningful in terms of potential impact, but we are active scouting on the market for potential buyer with appointed adviser for both DAS.
Dave Kanen: Okay. I have several questions, so my apologies in advance for monopolizing. But in terms of the — you highlighted some of the new stores that were open Atlanta, Houston, San Diego, Manhasset. So in the third quarter ended September, how many of these stores did not contribute and if any, and what — if you can quantify the revenue that we may pick up in Q4 incrementally? I’m assuming these stores — the newer stores probably have an average unit volume, $4 million to $5 million. That seems to be the average on the new stores. So if you could give me color there, that would be helpful.
